Resource leveling results in fewer problems for project personnel and accounting departments.

3.Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite forthe levels above.4.According to Herzberg, hygiene factors such as larger salaries, more supervision, or a moreattractive work environment would motivate workers to do more if present.5.People who need institutional power or social power want to organize others to further the goals ofthe organization.6.Managers who believe in Theory Y assume that workers dislike and avoid work if possible, somanagers must use coercion, threats, and various control schemes to get workers to makeadequate efforts to meet objectives.7.Assignment, budget, promotion, money, and penalty influence bases are automatically available toproject managers as part of their position.8.Thamhain and Wilemon found that when project managers used work challenge and expertise toinfluence people, projects were more likely to succeed.9.Legitimate power involves using personal knowledge and expertise to get people to changetheir behavior.10.According to Covey, project managers must use a win/lose approach in making decisions.11.A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as describedin the OBS to the people responsible for performing the work as described in the WBS.12.A RAM is used only to assign detailed work activities.13.A staffing management plan describes when and how people will be added to and taken off theproject team.14.Resource leveling results in fewer problems for project personnel and accounting departments.15.In the Tuckman model, storming occurs when team members have different opinions for how theteam should operate.

Extrinsic motivation causes people to participate in an activity for their own enjoyment.

Maslow’s hierarchy of needs states that people’s behaviors are guided or motivated by a sequence of needs.

Maslow suggests that each level of the hierarchy of needs is not necessarily a prerequisite for the levels above.

False;
it is a prerequisite

According to Herzberg, hygiene factors such as larger salaries, more supervision, or a more attractive work environment would motivate workers to do more if present.

False;
Motivators not hygiene

People who need institutional power or social power want to organize others to further the goals of the organization.

Managers who believe in Theory Y assume that workers dislike and avoid work if possible, so managers must use coercion, threats, and various control schemes to get workers to make adequate efforts to meet objectives.

False;
People who believe in Theory X

Assignment, budget, promotion, money, and penalty influence bases are automatically available to project managers as part of their position.

Thamhain and Wilemon found that when project managers used work challenge and expertise to influence people, projects were more likely to succeed.

Legitimate power involves using personal knowledge and expertise to get people to change their behavior.

False;
getting people to do things based on authority/position

According to Covey, project managers must use a win/lose approach in making decisions

A responsibility assignment matrix (RAM) is a matrix that maps the work of the project as described in the OBS to the people responsible for performing the work as described in the WBS.

A RAM is used only to assign detailed work activities.

False;
not only thing it can do

A staffing management plan describes when and how people will be added to and taken off the project team.

Resource leveling results in fewer problems for project personnel and accounting departments.

In the Tuckman model, storming occurs when team members have different opinions for how the team should operate.

The first dimension of psychological type in the MBTI signifies whether people draw their energy from other people (extroverts) or from inside themselves (introverts).

In the Social Styles Profile team building activity, drivers are reactive and people-oriented.

False;
proactive and task-oriented

The forcing mode is one in which the project manager deemphasizes or avoids areas of differences and emphasizes areas of agreement.

Project managers must try to avoid conflict at all costs as all conflict within groups is bad.

False;
not all conflict is bad

Microsoft Project 2010 does not lend itself to project human resource management.

_____ involves assigning the needed personnel to work on the project.

Acquiring the project team

Key outputs of _____ process are project staff assignments, resource calendars, and project management plan updates.

acquiring the project team

_____ involves building individual and group skills to enhance project performance.

Developing the project team

The main outputs of the _____ process are team performance assessments and enterprise environmental factors updates.

developing the project team

_____ involves tracking team member performance, motivating team members, providing timely feedback, resolving issues and conflicts, and coordinating changes to help enhance project performance.q

Managing the project team

The acquiring of the project team is a subprocess associated with the _____ process of project human resource management.

_____ a highly respected psychologist, rejected the dehumanizing negativism of psychology and proposed the hierarchy of needs theory.

At the bottom of Maslow’s structure are _____ needs.

_____ is at the top of Maslow’s hierarchy of needs.

Recognizing an employee as the “Star Performer of the Month” would be satisfying the _____ need of the Maslow’s hierarchy of needs

The bottom four needs in Maslow’s structure are referred to as _____ needs

The highest level of needs in Maslow’s structure is referred to as a _____ need.

_____ is best known for distinguishing between motivational factors and hygiene factors when considering motivation in work settings.

According to Herzberg, which of the following is a motivational factor?

People with a high need for _____ seek to excel and tend to avoid both low-risk and high-risk situations to improve their chances for achieving something worthwhile.

According to McClelland’s acquired-needs theory, people with a high need for _____ desire harmonious relationships with other people and need to feel accepted by others.

According to McClelland’s acquired-needs theory, people who need personal _____ want to direct others and can be seen as bossy.

The _____ presents subjects with a series of ambiguous pictures and asks them to develop a spontaneous story for each picture, assuming they will project their own needs into the story.

_____ is best known for developing Theory X and Theory Y.

Managers who follow _____ assume that the average worker wants to be directed and prefers to avoid responsibility.

_____ emphasizes things such as job rotation, broadening of skills, generalization versus specialization, and the need for continuous training of workers.

According to Thamhain and Wilemon, _____ is the legitimate hierarchical right to issue orders.

According to Thamhain and Wilemon, _____ is the ability to improve a worker’s position.

_____ involves using punishment, threats, or other negative approaches to get people to do things they do not want to do.

_____ involves using incentives to induce people to do things.

_____ is based on an individual’s personal charisma.

_____ refers to matching certain behaviors of the other person.

The first step in the framework for defining and assigning work is _____.

finalizing the project requirements

A(n) _____ is a column chart that shows the number of resources assigned to a project over time.

_____ refers to the amount of individual resources an existing schedule requires during specific time periods.

_____ is a technique for resolving resource conflicts by delaying tasks.

In the Tuckman model, _____ occurs as team members have different opinions as to how the team should operate.

In the Tuckman model, _____ occurs when the emphasis is on reaching the team goals, rather than working on team process.

In the MBTI, the _____ dimension relates to the manner in which you gather information.

Psychologist David Merril describes _____ as reactive and task-oriented.

According to Blake and Mouton, project managers who use the _____ method use a give-and take-approach to resolving conflicts.

According to Lencioni, which of the following qualities is present in organizations that succeed?

Does resource leveling keep a project on schedule if so how?

Does resource leveling keep a project on schedule? If so, how? Resource leveling keeps the project on schedule because activities are delayed only to the point where all of their positive slack is used up. Any further delay would cause the project to extend beyond the project due date.

What is resource Levelling quizlet?

Resource Leveling is a technique used to adjust the project schedule based on resource availability and resource demand. Generally, the start and finish dates of specific activities are adjusted based on resource availability.

Which technique is used for resolving resource conflicts by delaying tasks?

Resource leveling is a project management technique that involves resolving overallocation or scheduling conflicts to ensure a project can be completed with the available resources.

What do people who seek to excel and tend to avoid both low risk and high risk situations to improve their chances?

People with a high need for achievement seek to excel and thus tend to avoid both low-risk and high-risk situations. Achievers avoid low-risk situations because the easily attained success is not a genuine achievement.